"Applied Innovation: A Handbook", by Stephen A. Di Biase, Ph.D.
Chapter 1 – Doing the Right Things – “It’s All about Strategy”
Context for Innovation Historical framework
Strategic Elements of Innovation What must an innovation be
Managing Oneself Knowledge workers
Michael Porter Approaches to Strategy
The New Venture The Beginning
Abstract: “Doing the Right Things” considers knowing what the objectives are, and what they are not, and why, allowing the deployment of resources in an effective manner given the context in which innovation must occur. Combining this view with a framework for an employee managing themselves and Porter’s Five Choices model, helps the innovator focus on the handful of approaches people should take when interacting with their environments which is the underpinning of how people make choices leading to innovative outcomes. Also embedded in the treatise will be a description of what roles individuals play in making a New Venture successful.
Chapter 2 – “Only People Innovate”
Innovator Agency Understanding the context
Learning Methods What to leverage
Tactical Elements of Innovation Hiding in plain sight
· Adjacent Possible First order combination
· Liquid Networks The “Goldie Locks” approach
· The Slow Hunch It takes time
· Serendipity Divine Intervention
· Errors A special gift to ourselves
· Exaptation and Diversity Legos in action
· Platforms Building on the past, creating the future
Becoming Wise by learning the “Tricks of the Trade”
Abstract: “Only People Innovate”, termed the “Innovator’s Agency”, addresses the context under which innovation occurs followed by a detailed assessment of six methods proven to drive greater innovative outcomes. Critical to becoming innovative is how a person learns and processes data into actionable knowledge. Given most innovations are derived from existing items, which are modified for a new purpose; some “Trick of the Trade” will be considered providing ideas of where to begin.
Chapter 3 – “Doing Things Properly”
Role of the 21st Century CEO The firm’s critical leader
· Effective Leadership Key characteristics
· Leadership Essentials It’s all about you
· Inquiry Driven Leadership "Tis better to question than to answer"
· Managing Conflict A fact of life
Leadership in Action Odor control case study
Organizational Design Bringing it all together
Abstract: “Doing Things the Right Way” considers how cultural norms of behavior, especially during rapid change, impacts innovation. While many innovative techniques withstand the test of time new tools and techniques are constantly emerging the role of leadership, inquiry, managing conflict and change effectively remain standards of any innovative methodology. Data availability and new tools like Social Media are impacting the role of the individual and how people do work leading to organizational designs, becoming sources of sustainable competitive advantage. Easy inquiry and access to large amounts of data do not necessarily yield actionable knowledge and more innovation.
Chapter 4 – “Processes: The Means to the End”
Innovation Roadmapping Where to go
Portfolio Creation and Management Why go there
Open Innovation and Stage Gates Looking outside
Project Management Getting there
Product Life Cycle Management Closing the loop
“Big Data” Getting to great decisions
Social Media Techniques Driving high energy idea collisions
Abstract: “Processes: The Means to the End”, addresses processes necessary for sustainable innovation especially the unmanageable amounts of data being generate every day. Given that only people can innovate and that data, information, and knowledge are expanding dramatically, a strategy for deploying “knowledge workers” in organizational designs becomes critical. Supporting these designs are decision-making tools such as Road Maps, Portfolio Creation, Stage Gates, Project and Product Life Cycle Management, and managing “Big Data” all in the light of newly emerging Social Media techniques.
Chapter 5 – “Sustaining the Business by Serving Customer's”
The Business Model Creating an enduring competitive advantage
- Value Proposition
- Go to Market Model
- Exit Strategies
The Lead User They’ll know it when you show it to them
Investment An abundance mentality for making “The Pie” bigger
Protection You’re only as strong as your Intellectual Property
The Advisory Board Select well, manage proactively
Corporate Governance Strategically advising the firm
Abstract: “Sustaining the Business by Serving Customers”, deploys the concepts in the first four chapters, while framing the role of the 21st century CEO. The CEO’s leadership, defined by their field of vision, are essential to any enterprise thriving. From the CEO’s vision will emerge how the enterprise creates its business model, acquires financial support, and protects their innovations once deployed while closing with the elements of effective corporate governance creating a virtuous cycle of innovation. Core to chapter 5 will be a case study of “Customer Driven Innovation”.
Chapter 6 – “Case Studies: How Some of the Best Did It”
The Fruits of War Innovations from crisis
Chicago’s Innovations The top 20 Innovations
Josia Wedgewood Fine Chinaware
Marshall Field Retail
Michael Dell Personal Computers
Estee Launder Cosmetics
Laser Applications Technologies Food Labeling
Air Scrubber Odor Mitigation
Emulsion Fuel Low emission diesel Fuel
The Pipeline Innovations yet to come
Abstract: “How the Best Did It”, assesses case studies like Joshua Wedgewood’s building the first high-quality Fine Chinaware business in the 18th century to Michael Dell, of the Dell Computer, circa 1980. Interestingly the context encountered by both innovators was the same. Examples, including Chicago’s Top 20 innovations, are reviewed comparing successes to failures where the context was correct, but something was amiss. Given many innovations result from a crisis we’ll explore how war drives innovation with unexpected consequences. A paradox of innovation from war is destroying wealth before creating it.